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The toughest thing about proposals

Pitches and proposals are some of the most difficult work that any of us will do.

There’s the stress and pressure we put ourselves under to get them done. The mind-boggling questions we get asked. The lack of information. The ridiculous time frames. The fact that we've all got day jobs while we are trying to work on proposals as well.

But these are all symptoms of a much larger problem.

The toughest thing about proposals is that they involve loss of control over the outcome.

It’s knowing that despite doing our best, working our hardest, and twisting ourselves into a pretzel, we have no control over the ultimate choice.

TED speaker Brene Brown says that ‘vulnerability is basically uncertainty, risk and emotional exposure.”

Even when we believe that might and right are on our side, and that a decision should be a foregone conclusion, we are reliant on someone else to seal the deal.

Nowhere is this more obvious to me than in a tough situation I am facing, along with everyone else in the LGBTIQ community in Australia, as we await a nationwide postal vote on the question of marriage equality.

From this week, registered voters will be sent a voluntary survey that asks “do you support a change in the law to allow same-sex couples to marry?”

This editorial in The Age, written after the High Court struck down a challenge to the legality of the survey, explains the ‘yes’ case better than I ever could.

I am simply far too close to it.

This uncomfortable reality has made me empathise even more my clients, who are often faced with a make-or-break pitch that will have a huge impact on them personally, on the structure and future of their business, on their staff, or their ability to make a difference in the world.

This is particularly true of incumbent suppliers who may have been working with a client for years or even decades, only to find that they are forced to tender for the work again. No matter how confident you are about the outcome, the process feels like applying for your own job, with all the anger, fear and anxiety that brings with it.

Even though we can’t control the outcome of an important pitch, we can do something about the uncertainty before the outcome. Giving your intuition some space

Travis Bradberry, author of Emotional Intelligence 2.0, says that our brains make things harder for us when we are facing uncertainty because they are wired to react to uncertainty with fear. 

Here are three of his tips for managing uncertainty, which I’ll be doing my best to put into practice over the next few weeks. I hope they are useful for you too.

1.  Quiet your limbic system

The limbic system has a knee-jerk reaction to uncertainty, which creates fear. Once you are aware that you are feeling fear, you can recognise and label any irrational thoughts that don’t represent reality. Bradberry refers to this as ‘telling your caveman limbic system to settle down and be quiet until a hungry tiger shows up’.

2.  Focus on something positive

Positive thoughts can dial down our fear and irrational thinking by simply focusing our brain’s attention on something that is completely stress-free. No matter how hard things get, we call all identify one positive thing that happened in our day, even if it seems small. This is all it takes to activate this positive effect.

3. Trust your gut

When researching my latest book, Value, I learned a lot about the enteric nervous system. There is a primal connection between our brain and our gut, which are joined by an extensive network of neurons and a highway of chemicals and hormones. Dr Deepak Chopra, a famous self-help author who also happens to be a neuroendocrinologist, has said that gut feelings are “every cell in our body making a decision”.

Our ancestors relied on their intuition, or gut instinct, for survival. Since most of us don’t face life-or-death decisions every day, we have to learn how to use this instinct to our benefit. Some practical things you can do to trust your gut when managing uncertainty include:

  • Recognising your own filters, and when you’re being influenced emotions or by another person’s opinion. For this reason, I’ve had to go off social media almost entirely during the Australian marriage equality ‘debate’. For me, the onslaught of opinion (even positive opinion) has been unhelpful and overwhelming.
  • Giving your intuition some space. Don’t pressure yourself to come up with a solution. Albert Einstein said he got his best ideas while sailing, and when Steve Jobs was faced with a tough problem, he’d head out for a walk. (The shower is also excellent for getting into ‘flow’).
  • Building trust in your own track record. Listen to your gut on small things and see how it goes. When it goes well, you’ll know you can trust it when the big stuff comes around.

What is the next frontier in proposal development?

Like all business functions, proposal development has changed a lot over the years – ever since suppliers were forced to acknowledge that the glory days of doing multi-million dollar deals on a handshake were not coming back, and that proposals, unfortunately, were never, ever going away.

In the beginning, when introducing a proposals function, most businesses concentrated on enforcing a repeatable process for proposals as a way to reduce the cost and risk. The focus here was largely on paperwork, including things like checklists, toll gates, and quality assurance procedures.

The enduring challenge for businesses is getting compliance with the process, something that remains difficult to do today.

As time moved on, businesses became more interested in proposal productivity, seeking to leverage tools and systems to make what can be a time-consuming, onerous process faster and simpler.

The focus was on implementing systems, automation and assembly tools to manage the complexity of proposal content. This is where most businesses are today.

The enduring challenge here – as with any investment in tools and systems – is to achieve full utilisation of them, and to actually capture the promised productivity gains.

Which brings us to a tipping point, and a glimpse at where we are headed next.

As we tick off these stages, and as proposals become more and more professionalised, there is a risk that the people in your business with the knowledge to actually win proposals are becoming less and less engaged with their development.

Join me and Jonathan Keighley from Qorus at 8.00pm (AEST) on Thursday 8 September for this special webinar on Proposal Collaboration, where we will unpack the mindset, tools, and techniques you need to break down internal silos, get your team working together, and build the engagement that will help you win more bids and proposals.

Look forward to seeing you there.

Five myths that will stop you winning the work you want

When I wrote my first book The Shredder Test in 2007, I wanted to help people who found themselves in the position of having to write proposals to win work.

In the decade since, many things have changed. The proposals we’re writing are far less likely to be small, one-page quote letters, and much more likely to be huge, time-consuming tender responses.

Today, if you want to win work of any size and scale with business or with government, you’ll be doing it through some kind of competitive submission. Australia’s Federal government alone spends more than $60 billion a year buying goods and services through competitive tenders.

A lot of things have been said about competitive tendering – most of them not very complimentary, and some of them just plain wrong.

Maybe you’ve heard a few of these hoary old chestnuts?

1.     “Only relationships will win you business.” Relationships will always be important in sales, but the way relationships are transacted has completely changed. These days, the relationship is built on the other side of winning the business through a competitive tender – not beforehand.

2.     “Tenders are a waste of time.” Heard mostly from old sales hacks who are terrified by the thought of competitive tenders and have never, ever won one. If you want business on any size and scale, you’ll need to bid via a competitive tender. Don’t let anyone hoodwink you into believing otherwise.

3.     “If you didn't write the tender you’ll never win it.” Pure fantasy. Buyers haven’t let prospective suppliers dictate their tender specifications for a long time – one reason why the scope of work is often so incomplete and difficult to understand.

4.     “Just pump out as many tenders as you can – eventually you’ll win one.” Another attempt to dismiss the importance of submissions, and their role in winning you work. Putting junior people on the job and cranking out a pile of tenders is a good way to drain your bank account. Not, however, a great way to win business.

5.     “Only the cheapest supplier will ever win a tender.” True, if you’re in a market that is highly commoditised and where the product is easy to understand. Absolutely false, if you’re in a complex services market, delivering anything that comes with a high degree of visibility and risk for the buyer.

The way we win business might have changed forever, but our thinking often hasn’t.

Too many of us are undermining our new business effort by following out-dated sales advice that belongs in the last century - when market conditions were completely different.

Winning business through competitive tenders requires a very different skill-set to selling face-to-face, and nowhere is this skillset more important than in professional services firms, who rely on fee earners to generate income.

A 2010 Towers Watson Global Workforce Study of 116,600 employees across 20 professional services firms found that the level of employee engagement is a direct reflection of the bond, or attachment, between employee and employer.

This in turn determines an employee’s willingness to give discretionary effort, which is the kind of effort your proposals almost certainly rely on.

However, when your people view proposals as one of their most brain-draining, mind-numbing chores, you simply aren’t getting the level of effort and engagement you need to win the business you really want.

My new white paper Why Proposal Engagement Is The New Frontier For Professional Services Firms addresses this issue and offers a solution.

Contact me at robyn@robynhaydon.com if you’d like a copy.

Do your people loathe proposals?

Next week I’ll be heading up to Sydney to speak to a group of professionals as part of Consult Australia’s FutureNet program for emerging leaders in the built environment and construction industry.

For the most part, these are young people who are just at the beginning of their career.

My wish for them is that when they eventually look back on their long and successful career in the industry, they will know for certain that they have won - and done - the work they really deserved to do.

Over the course of nearly two decades, I have worked with professional services teams in a wide range of industries, including engineering, environmental and heritage management, project management, market research, management consulting, marketing services, and real estate services.

What professionals in any industry have in common is the desire to actually do the work they set out to do; the kind of engaging, satisfying work that will make all their study, their sacrifices, and their sweat and tears worthwhile.

Unfortunately, the need to first win this work through a bid or competitive tender tends to become a block and a barrier that gets in the way.

As a result, professionals often loathe proposals, or at the very least, have become jaded, frustrated or exhausted by them.

This usually comes down to some combination of these five things:

  1. They lack the time or skills to develop a strategy they know can win the work.
  2. They are bogged down by useless procedures that tick some internal box but add no actual value to the proposal.
  3. Any pre-written proposal content they can get hold of, which should make their life better, does the opposite, because it is patchy, poorly written or completely out of date.
  4. Although they are expected to write proposals to win work, they have never had any training or development to show them how.
  5. They have no reliable, ongoing source of mentoring or support.

Nowhere is employee engagement more important than in professional services firms, who rely on fee earners to generate income.

And as a professional services leader, it’s your responsibility to know when these issues are impacting on your team, and your ability to win the work you want.

A 2010 Towers Watson Global Workforce Study of 116,600 employees across 20 professional services firms made the distinction between drivers of staff retention, which tend to be individual issues like pay and rewards, career development, leadership, stress balance and workload, and drivers of engagement, which are primarily cultural; the firm’s image and reputation, and whether or not it is ‘living its values’.

The study also noted that the level of employee engagement reflects the bond, or attachment, between employee and employer, which determines an employee’s willingness to give discretionary effort – the kind of effort your proposals almost certainly rely on.

Since I first started delivering the Pimp My Proposals program, one of the most gratifying – and consistent – results has been way it re-boots the engagement of teams who previously saw proposals as a brain-draining, mind-numbing chore.

One participant, who had come into a workshop particularly fed-up and disinterested in proposals, had completely changed his tune by the end of the day. Here’s what he had to say:

“I learned that we can challenge the norms we’ve been working to, and evolve and improve our proposals to win business. We need to change!”

At the end of your day, it’s not the proposal itself that really matters – it’s the opportunity that lies waiting for you on the other side.

Don’t let the proposal become the block and the barrier that sits between you, and the work that you and your team really deserve to do.

We buy when people listen

Listening builds relationships, and relationships build customers. In a sales conversation, the most important person is not the supplier – it’s the customer. Hiring you is their opportunity to talk about themselves.

This is something that providers of personal services, such as hairdressers, personal trainers, and manicurists, know only too well.

In a 2016 UK study by Ipsos Mori, hairdressers ranked high on the list of most trusted professionals, right alongside doctors, judges and teachers.

Hairdressers are often entrusted with their clients’ problems – everything from split ends and dye jobs gone wrong to broken marriages. In fact, the intimate nature of the client-hairdresser relationship is so widely recognised that there are even government-funded training programs to help hairdressers identify and support their clients who may be suffering from domestic abuse.

We do like to talk about ourselves, and given the right encouragement, can do it for hours, because it simply makes us feel good.

A neuroscience study by Harvard University in 2012 found that self-disclosure (talking about ourselves) actually fires the same brain circuits that are triggered by food and money, even when it is something as seemingly insignificant as telling others that you like Dr. Seuss books.

A 1990s study of human conversational behaviour, reported in The Scientific American, found that we spend, on average, 60% of a conversation talking about ourselves. A more recent study by Stanford University found that this figure jumps to 80% when communicating via social media platforms such as Facebook and Twitter.

However, there’s a cost to all this one-way chatter.

Researchers found that even when money was on the line, participants in an experiment were willing to accept a 17 per cent loss of potential earnings if it meant they were given the opportunity to talk about themselves.

In proposals and presentations, I’ve seen this show up in the way that people seem compelled to start their pitch by talking about their credentials and track record. I don’t think it is due to narcissism, arrogance, or even a high level of confidence - but mostly due to an underlying fear and anxiety.

Leadership coach Oscar Trimboli, who writes on the topic of deep listening, says “Every human wants to be listened to – yet what they crave is to be heard.”

It takes practice to give someone else the space to be heard, especially when that someone is the customer, and they aren’t even in the room yet.

When you next bring your team together to work on a presentation or a proposal, consider how you can hold some space for the customer to be heard.

This might mean engaging an external facilitator to ask customer-led questions; designating someone in your team to act as a proxy for the customer; or leaving a symbolic seat for them at your table.

Listening is a valuable skill that is in short supply. The more we listen, the better we hear, and the deeper and more profitable connections we are able make with others.

Five ways to build your business development culture

In the last couple of years, I’ve given more than 20 presentations on business development as a speaker for The Executive Connection (TEC), a membership organisation for CEOs and senior leaders with 21,000 members in 16 countries around the world.

From Brisbane to bayside Melbourne, from Perth to Parramatta, I’ve had the privilege to work with several hundred very clever and switched-on people through TEC’s monthly member meetings.

The businesses these leaders represent vary enormously, from small technology start-ups to medium-sized professional services firms to huge multinational corporations.

Yet they all have one thing in common; every business relies on customers to survive.

When I ask the CEOs in my sessions to identify their most important contract or customer, this usually comes pretty easily.

What’s less easy for them to put their finger on is what’s getting in the way of winning more customers, or of keeping the ones they already have.

It comes down to what’s hiding in plain sight inside their business – the culture and habits that have built up around the way that business development is managed.

In my experience, the most successful businesses are those where everyone in the business understands the role that they play in business development.

This includes the front-line staff who deliver the work and interact with customers every day; the managers who support those people in their role; and the senior leaders who free up staff to pursue value creation projects and to pilot new programs.

Here are five ways break the business development habits that no longer serve you, and to build a more successful business development culture in your organisation.

1.    

Make sure that everyone’s job description contains at least one thing that requires them to contribute towards your company’s business development effort.

When it comes to business development, there are three things you need your people to deliver. Firstly, professionalism, meaning customers can be confident that your company knows what it’s doing. Secondly, a pipeline, meaning your team is opportunistically positioning themselves to help customers with new work when it arises. And finally, preferred supplier, meaning your business is strategically positioned for the big contracts you really want to win. The primary owner of the professionalism category is your operations team. When it comes to the sales pipeline, it’s your line managers, who are in contact with customers at a more strategic level. And when you need to be seen as the “preferred supplier”, that responsibility rests squarely with you and your executive team.

2.    

Invest in training and development that builds business development skills, confidence and knowledge across the organisation.

People at every level need to be able to do at least three things: to identify the value they create for customers, to write persuasively on their area of knowledge for bids and tenders, and to contribute their best thinking to retaining existing business.

Senior staff also need strategic pursuit and proposal leadership skills.

3.    

Reward people for contributing their knowledge and time to important bids.

Proposals have become a “five to nine” job for most people. Recognising their valuable contribution towards important bids will go a long way towards preserving their goodwill for future pursuits and bid projects that ask them to go above and beyond the requirements of their day job.

4.    

Encourage strategic, cross-functional teams to work on value creation projects.

This means giving them the time and space away from the rigours of their “day job” to do so.

5.    

Convene customer-specific teams to develop customer re-engagement strategies.

According to Bain & Company, a 5% increase in customer retention yields profit increases of 25% to 95%.  Businesses are often very good at developing innovation, best practice and continual improvement ideas that benefit themselves. Turning this process around to focus on your best customers will be a game-changer for your retention rates – and your margin growth.

 

Are you swimming in the sea of same?

When comparing the marketing and credentials material of organisations operating in some services industries, you could be forgiven for concluding that they were actually the same business, just trading under different names.

Consider the following (fictionalised, but very common) examples in the industries of engineering, human services, and IT services.

Engineering

“We are an award-winning national engineering firm with a commitment to delivering high-quality projects. We maintain a unique employee culture that empowers our teams to deliver highly personalised, commercially viable and robust engineering solutions. With experts who sit on many of the industry’s leading regulatory bodies, we are at the forefront of industry developments in engineering. We invest in the development of our staff, and our high-performance teams deliver exceptional client service that goes the extra mile for our customers.”

Human services:

“We are a community organisation with a proud history of supporting marginalised and disadvantaged people, including children, young people, families, Indigenous Australians, people with disabilities, people from culturally diverse backgrounds, and older Australians. We deliver end-to-end services in urban, rural and remote communities that deliver on our vision of safe and strong families living in socially inclusive communities. We are working to create opportunities that break the cycle of poverty, improve people’s quality of life, and give a voice to those who are most vulnerable.” 

IT services:

“We are an enterprise IT solutions business that works with our customers to create efficiencies across their people, processes and technologies. We believe in the power of information technology to drive business growth and innovation, and our team delivers unmatched depth and breadth of expertise with global reach. We will help you to leverage your existing IT investments by assessing your current systems for peak performance, delivering data hosting and business continuity solutions, and providing hardware maintenance.”

Do any of these descriptions sound like your business? Do they look familiar in terms of the way you’re accustomed to talking about yourself? And could they equally describe most of your competitors?

Industries develop a kind of “common language” that helps professionals in the industry communicate with one another.

This is useful to a point, until it becomes a common marketing language as well.

The more that customers experience this common marketing language, the less difference they see between you and your competitors – and the more likely they are to commoditise you, and insist you compete on price alone.

The cost of cheap

Cheap prices have consequences. Beyond a certain point, suppliers simply can’t absorb any more cuts to their margin unless they make a corresponding decrease in quality.

So when the price goes down, something always has to be sacrificed – it’s when this decrease in quality starts to affect customers that suppliers really have a bargaining chip for change.

In fact, cheap can get nasty.

American retail store Wal-Mart learned this lesson the hard way when it was the focus of a 2005 documentary film titled Wal-Mart: The High Cost of Low Price.

The film documents Wal-Mart’s alleged pursuit of profits over people, including its anti-union practices; decimation of local business; refusal to install cameras that would deter the high levels of violent crime in its parking lots; poor environmental protection practices; and paying factory workers in Bangladesh and China making Wal-Mart goods as little as 18 cents an hour.

In addition, Wal-Mart’s store workers were allegedly paid so little they could not afford health insurance, so management suggested that workers apply for government subsidized health cover (Medicaid) instead. No doubt this strategy was poorly received by government, which could end up paying the price for Wal-Mart’s cost-cutting business practices.

For Wal-Mart, the price for being cheap was the hit to their reputation. They ended up employing a “war room” full of public relations people to respond to the barrage of criticism generated by the film.

So, what can we learn from this?

It is in nobody’s interests to find out too late that they have been penny wise, but pound foolish.

Customers regularly sacrifice quality in the pursuit of cheap prices. But the impact of that decision is often poorly understood, and it comes back to bite them later.

What specific things change in your product or service when you have to reduce your quality to meet your customer’s demand for lower prices?

What do these changes mean for the customer?

What do they mean for their customers, for their staff, for their reputation?

What is the true cost of “cheap”?

Making the connection between cheap prices, and what they really cost in the long term, helps customers understand the true commercial value of what you do – and helps you to avoid unsustainable margin erosion.

 

Are you being drained by an energy vampire?

With the end of the financial year only two weeks away, the world of sales has reached peak pressure. There are targets to meet, deals to push across the line, and a raft of competitive tenders to finalise before the looming deadline.

All of this makes for stressed and exhausted people who are hard on themselves, and on each other.

Recently I wrote about how to manage your own energy, when you know it’s you that is the problem.

But what if it’s that other type of hell…..other people?

We all have one: that person we dread spending time with, who seems to suck the life out of us.

Your energy vampire could be a client, your boss, a co-worker, a friend or a family member.

Energy vampires have several things in common. They're constantly complaining, everything's a drama, and they talk incessantly about themselves.

You'll know an energy vampire, because you feel drained after being with them.

And when they lurk where you work, things can get very hard indeed.

Dr Judith Orloff, author of Positive Energy, identifies five types of energy vampires:

1. The Sob Sister – The most common type of energy stealer. Every time you talk to this person, they’re whining. Sob sisters love a captive audience, and are more interested in complaining than solutions.

2.  The Drama Queen – Male or female, the Drama Queen has a knack for exaggerating small incidents into off-the-chart dramas.

3.  The Constant Talker – They’ve mastered the art of circular breathing, and could talk under wet cement. The Constant Talker has no interested in other people’s feelings or opinions, so good luck getting a word in.

4.  The Blamer – This is the kind of person who has a sneaky way of making you feel guilty for not getting things absolutely perfect.

5.  Go For The Jugular Fiend – They’re spiteful and vindictive, and cut you down with no consideration for your feelings. Somehow they make this seem like a virtue, because they’re “just being honest”. (Which, as we know, is the most destructive excuse for giving “feedback”).

Do you recognise someone you know in this list?

At this time of the year, and especially if your own tolerance and patience is starting to wear thin, you’ll find energy vampires even more taxing than usual.

If you really can’t avoid your energy vampire, protect your energy as best you can. Keep your interactions short, set boundaries, and don’t let them draw you into drama.

And remember that their issues are more about them than they are about you.

Writing to inspire confidence

Have you ever lost a piece of business you really deserved to win? Seen a contract go to a less qualified competitor? Felt less than confident about a proposal, only to find out later that the client had reservations about your ability to do the job?

You may have been a victim of a lack of confidence, not lack of ability.

Psychology Today published a research study where psychologists asked groups of men and women to perform a series of mental rotation tests and then quizzed them on their level of confidence taking the tests.

At first, the researchers found a big difference between the results of men and women (men consistently scored better). However, when the participant’s level of confidence was taken into account, the gender differences evaporated.

The researchers decided to test the robustness of the “confidence” finding by asking participants to complete the tests under two different scenarios – the control group (A) was allowed to skip a test if they felt they lacked confidence in their answers, and the test group (B) was not allowed to skip any tests.

While they did find gender differences in the group A, there were no such differences in group B.

The differences in results were due to confidence, and not ability.

When I review proposals, bids and tender responses for people who aren’t winning as much business as they deserve to, any lack of confidence is easy to spot.

The writers’ doubts and fears have soaked into every page, leaving a stain that is hard to ignore.

Re-read your proposals from the customer’s perspective. Do they answer questions, or create them? Do they inspire confidence or in fact, do the opposite?

What you believe is true really matters, because this belief will translate onto the page. So the first sale is always to yourself.

Don’t worry, be happy

Are you working hard right now? Has it been a while since you’ve seen daylight, other than from the inside of your office? Starting to feel exhausted, snappy and off your game?

Last week, a friend posted this meme with the hashtag #FunnyCauseItsTrue.

At this time of the year, when we are on the final push towards the end of peak competitive tendering season, things can start to get very hard and energy can be in short supply.

The stressful nature of the work – coordinating multiple people, articulating complex strategies and juggling multiple deadlines – combined with the uncertainty of the outcome, can make your stress levels very high indeed.

If this is what’s going on for you right now, don’t let stress become the norm.

Chronic stress is bad for both your mind and body, causing problems like anxiety, insomnia, muscle pain, high blood pressure, and a weakened immune system, as well as contributing to the development of major illnesses such as heart disease. 

If you've been slogging away on bids and tenders for months, there is some light at the end of the tunnel; you've just got to find the energy for that final push.

Here are some tips to manage your energy, and get through the next few weeks with your life and your sense of humour intact.

1.    Treat your work as a series of short sprints, and not a marathon. Sprinters rest and recuperate after a sprint; make sure you do that too. Plan something nice for yourself. Take short breaks. Go for a walk, get a massage. Switch your phone off and watch a movie. Swap the coffee for green juice every once in a while. Keep your life up. No-one's going to thank you if you don't get to the bank, forget to pay your bills or get to your kid’s parent-teacher conference.

In times of peak workload it's important to balance out other things in your life, so that you don't have a crisis on your hands at the other end.

In one Canadian study, reported by the American Psychological Association, researchers examined the association between “positive affect” — feelings like happiness, joy, contentment and enthusiasm — and the development of coronary heart disease over a decade. They found that for every one-point increase in positive affect on a five-point scale, the rate of heart disease dropped by 22 percent.

2.    Know your body chemistry. Author of Adrenalin Junkies and Serotonin Seekers, Matt Church, explains that there are two “natural highs” – one quick (adrenalin) and one slow (serotonin). While adrenalin switches you on for short periods, serotonin keeps you feeling calm and centred for longer.

Your chemical balance profile will change over time - you may be under huge stress during the first half of the year and incredibly focused in the second half. By checking your profile regularly you'll get early warning of any imbalances so you can take the steps necessary to bring order back.

Church says every feeling you have is driven by a chemical; if you can find the chemical, you can fix the feeling. Download his Chemistry Profiler questionnaire to learn more about your body chemistry, and check out his e-books for helpful strategies.

3.    Work with your body clock, and not against it. In The Power of When: Learn The Best Time to Do Everything, Dr Michael Breus outlines four different “chronotypes” — Dolphin, Lion, Bear and Wolf — and explains why knowing yours will help you work with your body clock, and not against it.

The Power of When is one of the most useful books I’ve read this year.

After reading it over the (Australian) summer holidays, I made some changes to my schedule that have helped me to be more productive without getting up at the crack of dawn (great for Lions, terrible for Wolves and Bears).

The detailed master clocks and plans for each chronotype have also helped me to improve harmony at home; I’m a typical Bear, my partner is a light-sleeping Dolphin.

To better understand your biological programming and discover your chronotype, take the quiz.

Stress happens, it’s how you respond that makes the difference between a short-term blip and a long-term problem.

Love to hear the stress-busting strategies that have worked for you.

(And here’s a gratuitous Ryan Gosling meme just because good things come in threes).

The Final Countdown

It’s the middle of May, right at the height of competitive tendering season.

If you’re up to your armpits in multiple competitive submissions right now, you are probably running between three priorities; proposals that are still in start-up phase; proposals that are mid-stream; and proposals that are due tonight, or at least by 2pm Friday.

This week’s blog is all about what’s going on in the third camp.

Whenever the clock is ticking down to a tender deadline, with only seconds left to go, I hear Europe’s anthemic 1980 head-banger “The Final Countdown” in my head. (Those dudes sure did have fine heads of hair).

Even if you have only a tiny little bit of time left to go, there are three main things you can do polish your proposal and to help it to punch above its weight with evaluators:

  1. Write an Executive Summary (here's how to write a great one),
  2. Add benefit-based headings to visuals and text sections, and
  3. Edit to reduce your word count, and their cognitive load.     

Today we’re going to look at the second, and most overlooked, of these polishing techniques – adding benefit-based headings to your visuals and to break up sections of text.

Headings are a great opportunity to talk about the benefits of your offer, which can become lost in lengthy text. 

Most people completely miss this opportunity, instead titling each section something boring like ‘Our Team’ or ‘Our Approach’.

Don’t bury your best information where evaluators may not actually see it; use the headings to explain the customer benefit you are writing about. 

This is a great way to pull in ‘skim’ readers who may not read every word of the text, and is also the single quickest and easiest thing you can do to improve the persuasiveness of a proposal – even if you have very limited time left to complete it.

To illustrate this, let’s take a look at these two examples.

In a manufacturing tender, respondents were asked to summarise their short term goals.

Which works better as a heading to this section – Heading 1 or Heading 2?

Heading 1:      XYZ Printing’s short-term goals are to achieve greater production efficiency, improved financial returns, and faster delivery for our customers.

(The response goes on to explain each of these goals sequentially).

Heading 2:      XYZ’s investment plan will allow us to deliver ABC’s orders 25% faster than we could before.

XYZ’s short-term goals are to achieve greater production efficiency, improved financial returns, and faster delivery for our customers. 

To achieve these goals, we are investing $50 million in upgrading the packing and finishing lines in all our manufacturing plants over the next two years.

(The response goes on to explain how this will happen and the benefits to the customer).

Whenever I have used this example in my Master Class program, most people eventually agree on Heading 2 – even those who initially opt for Heading 1.

That’s because Heading 2 explains how our short-term goals will benefit the customer – and not just what we are going to do to benefit ourselves.

More purpose, less process

There’s always a nervous wait after you submit an important proposal. Will the customer ‘get it’? Will they like it? Have you made any horrible mistakes?
 
No matter how many boxes you tick, or how much the customer likes you, they’re still going to have to justify buying from you to someone else.
 
So one of the most important things you can do in your proposal is to help the customer to on-sell you to the people they will also need to convince.
 
Therefore, the key messages of your proposal must be so clear that anyone can explain them – even someone who doesn’t understand what you do, doesn’t have time to read the proposal in detail, and is distracted with other things at the time they read it. (Sounds like most customers to me).
 
In many organisations, there are a lot of complex processes that sit around the review of large bids and competitive tenders. These are important to achieve compliance and maximise evaluation score, and they can't be done at the last minute.
 
But what happens when you get to the end? How can you make sure that your proposal is the one that stands out and makes it to the top of the pile?
 
The best way to make sure your messages are coming through strongly enough is to get someone to give you feedback before you need to ship your proposal.
 
However, getting useful feedback isn’t easy, and the process is filled with potential land mines because we often have relationships with the people we are seeking feedback from.
 
For example, if you ask your partner, "Does my bum look big in this?" the correct answer is, of course, "No." It's the only answer that has the least chance of providing offence and of damaging the relationship, even if it isn’t entirely true.
 
Georgia Murch, author of Fixing Feedback, says there are four types of feedback, and not all of them are helpful:

  1. Praise is a personal, favourable judgment; it’s general and vague, and doesn’t encourage discussion. Praise is focused on the person, and based on opinions and feelings. Examples are “You did a great job!”, “Well done on that proposal”, or “Thanks so much for doing that”.
  2. Positive constructive feedback is information specific, issue focused and based on observation. It explains why you did a good job, why the proposal was good or why you are grateful for someone doing something. You now know what you can do next time to replicate this behaviour.  
  3. Negative constructive feedback is also objective, specific and non-judgmental, but this time it’s about what needs to improve. To be constructive, it’s not accusing, and focuses on outcomes - what you need to do better, or less of, and what you need to work on.
  4. Criticism is a personal, unfavourable judgment based on feelings and opinions. It has no examples, no specifics and is rude and unhelpful. 

Murch says criticism is often laced with the phrase “I'm just being honest” as an excuse to verbally assassinate someone. “No one likes you. Just being honest”.  "This proposal is terrible. Just being honest".

How to get constructive pre-submission feedback on your proposal

The ultimate judge of a proposal is the customer. But you can do a test run of their likely reaction first, by getting pre-submission feedback from an ‘unreasonable friend’.

An unreasonable friend is someone who wants to see you succeed, and is prepared to give you constructive feedback – both positive and negative. (As Oscar Wilde said, “True friends stab you in the front”).

It’s best if your unreasonable friend has never seen the proposal before.

Give it to them, with instructions to read it as if they were the customer. Reassure them that you’re simply after their reaction; you’re not asking for editing or proofreading, or for detailed written feedback.

Once they have read it, ask them a single question:

“Can you give me three reasons why you would choose us, based on reading this proposal?"

If they can, that’s great. Your job is done.

If they can’t, ask them to name the three things they most recall from reading the proposal.

You’ll discover where your proposal is too heavy on the technical details, at the expense of the key commercial messages you really want the buyer to remember – and you’ll know exactly where you need to improve.

 

How should you design and layout your proposals?

To win a proposal, you need a great offer. But how you present your offer is also important, because presentation has a big impact on how well your offer is received.

We get seven seconds to make a first impression and one-third of consumer purchasing decisions are based on packaging.

55% of the information we take in during a presentation is visual, and only 7% is text. A study by the Wharton Research Centre also showed that using visual slides in a presentation has a dramatic effect on message retention after 3 days – with 50% message retention for visual slides and only 10% for bullet points.

Proposals are, by definition, fairly complex documents. The key to presenting them well is to keep them simple, which helps the buyer to navigate the proposal and find the information they need.

Great proposal presentation begins with the tools you use to create your proposal layout.

Not all proposal tools are created equal. So let’s take a look at some commonly available tools you might use to create your proposal format; what they are, why they work, and when and how to use them.

Desktop publishing software, such as Adobe InDesign

The gold standard for proposal design and layout is to have a typesetter or professional graphic designer do it for you. If you've seen a beautifully designed proposal that is presented in multiple columns with icons and infographics, pull quotes, beautiful fonts, and high-end photographs, chances are it was designed by a professional using InDesign or similar.

Why it works:

Designers know how to get people to pay attention to the words on a page, and professionally designed proposals use all the tricks of magazine layout to do exactly that.

When to use it:

 In some industries, professional proposal design and layout is the norm. If you're in high-end professional services, construction, architecture, engineering and project management, or you are pitching for multi-million dollar contracts, this is the standard you should be looking towards and that you will probably be competing against.

If you're a smaller firm or you don't have in-house design resources, consider getting a professional designer to work on covers and page layouts for you. You may not have the time or the budget to get your proposals professionally designed every time, but this will definitely improve the overall presentation.

PowerPoint proposals

PowerPoint is built for presentations, but I'm increasingly seeing PowerPoint proposals used for proposals.        

Why it works:

PowerPoint works well for proposals because it’s designed for visuals, and not for text. There's not a lot of room on a PowerPoint slide, so it’s impossible to cram in too much writing, forcing you to stick to the point. You can do more with colour, you can do more with design and layout, and it's impossible for your proposal to get too long if you use this format.

When to use it:

PowerPoint proposals are ideal when you’re going to make your pitch in person first, and need to leave a PDF of the proposal as a reminder of what you discussed. They also work well in industries where you have a lot of visual evidence to illustrate your claims.

PowerPoint works best when you are directing the buying discussion, and you are free to design and layout the proposal in any way you want. It’s less useful for tender responses, where you need to stick to the buyer’s prescribed response format and templates.

Word Documents converted to PDF

Many organisations still use Word for the majority of proposals, particularly where there isn’t a centralised bid or tender team and/or there are many staff members who need to produce their own individual quotes or proposals.

Why it works:

Word is a valid way to format proposals. The key to getting Word proposals right is to have a nice clean template designed that looks modern, up to date, and fresh, allows you to insert (but not stretch or shrink) graphics, and leaves enough white space that you don’t end up overcrowding the text.

When to use it:

Word proposals, by definition, are available to almost everyone because Word software is loaded onto most computers. Because of this, they can all start to look the same, and it can be difficult to tinker too much with the design and layout of Word templates if you want the average Word user to be able to use them.

Word proposals are perfectly fine if you're responding to competitive tenders that have a lot of content, and when you don't have a lot of time to complete the proposal. Occasionally, in a competitive tender, you might need to submit a raw Word document (instead of a PDF) if the RFT requests this for audit purposes.

 

Excel proposals

Sometimes you will still see competitive tenders issued with an Excel template for the non-price criteria, as well as for the price criteria. This is a sure sign that price is really the most important factor, and that the request has been written by somebody who doesn't care very much about the words.

Why it works:

Unfortunately, when it comes to written content, it really doesn’t. Excel is exceptionally unfriendly when it comes to presenting any kind of text.

When to use it:

If you're unlucky enough to be faced with an Excel template in which you must complete a written proposal, keep your words to a minimum, make sure your formatting is easy to read, and make your responses short and to the point.

Which of these options are you using now? And how can you up your game?

For example, if you're currently working mostly with Word, consider how you can introduce some PowerPoint proposals.

In my Pimp My Proposals program, I’ve worked with organisations that use both, and that have seen a dramatic difference in the win rates of their PowerPoint proposals when compared to the Word-based ones.

If you're already using a combination of Word and PowerPoint, consider getting some professional design advice - particularly if this is an expectation in your industry, and your competitors are already doing this, because your proposals will seem amateurish by comparison.

Writing at the speed of sound

How fast do you think? A lot faster than you can talk, and definitely faster than you can type.

Daniel Kahneman, winner of the Nobel Prize in economics and author of Thinking Fast and Slow, suggests that our ‘psychological present’ spans a window of about three seconds, during which we are capable of forming thoughts. By this calculation, we each have about 20,000 thoughts while we’re awake each day. Others, including neuroscientist Deepak Chopra, suggest that this number could be even higher – between 60,000 and 80,000 thoughts.

Blogger Andrew Dlugan analysed a series of TED talks and found that the average speaking rate was 163 words per minute.

And the average person can type only about 40 words per minute. The further you go in this reductionist game, the more frustrating it gets as your best thinking gets away from you.

While it may not be possible to capture every thought as soon as you have it, you can get pretty close - at least as close as the speed of sound. Here are three ways to supercharge your writing speed through harnessing the power of voice-to-text and transcription technologies.

Option 1 - Inbuilt voice-to-text software

Mac computers come with inbuilt voice-to-text software, which can be found by clicking on the System Preferences icon, then on Dictation and Speech. You can set up a shortcut key to jump straight into Dictation while you’re in a document or email program - my shortcut is to hit the Command key twice. Once you’ve set this up, and dictation is activated, just speak at your normal pace and the computer will log your words directly onto the page.

You’ll need a good quality headset with a directional microphone for best results. This is the lowest-cost option – it won’t cost you anything (apart from the headset) to get started.

Option 2 - Purchased voice-to-text software, such as Dragon Naturally Speaking

Before I moved to a Mac computer, when I was still using my trusty PC, this software was my lifeline.

One of the additional benefits of Dragon Naturally Speaking is its ability to analyse your documents for frequently used words and phrases, improving dictation accuracy. For example, it knows when I say, “bid consultant” that I don’t mean “big consultant”.

The software cost is about $200. You’ll also need a good quality headset with a directional microphone for best results.

Both of these software options have helped me to get words on paper twice as fast I can by typing – and I can type about 60 words per minute. These options are best for: 

  • Dictating emails and short sections of text
  • Transcribing from handwritten notes, such as notes you’ve taken on site or from a whiteboard
  • Working in a private office, or if you don’t mind talking to yourself while there are other people around.

Option 3 – Voice recording transcription apps, such as REV.COM

To get words on paper even faster, without being chained to your desk and computer, this is the best option by a country mile.

Download REV.COM’s voice recording phone app from their website and use it to record yourself speaking on a topic. Then simply click to upload the file for transcription directly to them. In my experience, short files are usually turned around lightning fast – in some cases, within the hour – with real people doing the transcription. Accuracy is excellent.

You’ll need to set up an account with a credit card to use this service, and transcribed recordings cost USD $1 a minute. But if you’re a professional, consultant or senior executive who spends a lot of time on the road or in meetings, this could just be the difference between having to squeeze your board reports, business cases and client proposals into your precious time after-hours or actually getting them done during the day.

Using a voice recording transcription app like REV will help you get words onto paper in a quarter of the time you’re probably spending now.

It’s also how I wrote two books in two years while holding down a busy day job full of workshops, speaking and travel – and also spending nights and weekends with my family. This option is best for:

  • Capturing creative insights and ideas on the run, and producing written work that sounds fresh and personal
  • Getting a good quality first draft quickly that you can later tweak and edit
  • Breaking the back of large documents like business cases, reports proposals – and book drafts

There are just so many voice-to-text and voice recording transcription options available now that it is a crime against productivity not to use them.

These are just three of the options that I have tried and tested, and that work for me. Try them, and reclaim some of your day.

Writing 3.0: The key to persuasive writing

There are three levels of writing you could be doing at any given time: private writing, descriptive writing, and persuasive writing.

Private writing is what goes into your personal journal; it’s the ‘stream of consciousness’ you unload onto the page to explore your thoughts and feelings.

Private writing is raw and unformed, but that's OK – you probably don’t intend anyone else to see it.  You could call this “Writing 1.0’”: writing only for yourself.

Descriptive writing and persuasive writing are both examples of writing for an audience, but they are different in important ways.

  • Descriptive writing gives the facts and lets the audience form their own conclusions. Examples include report writing, essay writing and journalism that reports on the news of the day. Descriptive writing is “Writing 2.0” – writing for yourself, but also to inform an audience.
  • Persuasive writing gives the facts as well as your opinion, and seeks to influence the audience’s views, actions or conclusions. Examples include business case writing, proposal writing, and editorials, where journalists or commentators express a view on an issue of social or political importance. Persuasive writing is “Writing 3.0” – writing for yourself, writing for an audience, and in the context of a broader commercial, social or political environment.

Emotional Intelligence author Travis Bradberry says “Persuasive people are able to communicate their ideas quickly and clearly. When you have a firm grasp on what you’re talking about, (and) can explain yourself effectively to someone who has no background on the subject, you can certainly make a persuasive case with someone who does.”

To be effective in persuasive writing – Writing 3.0 – you will need to evolve your skills beyond private writing and descriptive writing.

For example, the way that most of us were taught to write at school is the wrong way to write when it comes to writing a proposal.

In an essay, we are taught to introduce our topic, explore it in the body of the essay, and then deliver our conclusion.

Writing like this is a bit like burying your gold at the bottom of the garden. No one will know it’s there but you.

This is the total opposite of what you want in a proposal. There’s no point burying your best ideas on page 23 if the buyer has already lost interest by then.

In proposal writing, your conclusion needs to come at the start of your writing. Then, everything else you say provides evidence explaining why they should reach that same conclusion.

A study into consumer behaviour by Dr. Robert Cialdini, author of the bestselling book Influence and emeritus Professor of Psychology and Marketing at Arizona State University, reveals why this is so important.

Cialdini’s study examined scripts used by the American Cancer Society when soliciting donations door-to-door. He found that a tiny change in wording delivered dramatically better results.

Instead of simply saying:

“Would you be willing to help by giving a donation?”

Staff were asked to say:

“Would you be willing to help by giving a donation? Every penny will help.”

Prospective donors who were asked the second variation of this question were almost twice as willing to donate – 50% donated, compared with 28%.

The second question influenced donors to act, because it gave an important layer of context: that their donation was worthwhile and would make a difference.  Interestingly, despite the use of the phrase “every penny will help”, the amount they gave was not any less than the first group either.

And that’s the key to persuasive writing. When we are writing to influence, we need to make the reader feel something, and then to act on that feeling.

The power of evidence in a proposal

Getting a customer to buy from you requires a leap of faith. Building evidence into your pitch or proposal makes that leap shorter, and easier for the customer to make.

When you’re making a pitch or writing a proposal, you are like a lawyer for the prosecution. Your job is to make your case. The customer is like the judge. Their job is to weigh your claims and evidence and come to a conclusion.

So, your claims are the main points in your argument, and evidence is the facts or information that prove your claims are true.

Unfortunately, we often make claims without realising that we are making them: not because they aren’t true, but because we tend to expect others have the same knowledge we do, or we are worried that we’ll run out of time to make all our claims.

For example, it is common for competitive tenders to have page limits, word limits and even character limits. Because of this, it’s not uncommon to end up with tender responses that look something like this:

XYZ Road Maintenance is Australia’s leading provider of road cleaning equipment to municipal authorities and private cleaning contractors.

Our highly experienced, results-driven research and development team has drawn on world’s best practice to develop our Road Maintenance Widgets, which are considered the most reliable on the market today.

In a tender evaluation, the people sitting on the evaluation panel have to give your proposal a score. What sets apart the proposals that achieve high scores is the quality of the evidence that they provide. This response would get a very low score because it makes five claims without substantiating a single one of them.

So what is proposal evidence, and how can you get some?

Proposal evidence essentially falls into two camps - quantitative or qualitative.

Quantitative evidence is something that you can put a number on, and qualitative evidence is anything that you can’t.

Within these two camps, there is also the question of how closely your evidence can be tied back to each individual claim. Stronger evidence relates directly to your claim, where weaker evidence may be related, but not directly.

Let’s say you wanted to make a claim about good performance in a similar contract. In this case, strong quantitative evidence includes performance statistics, and data on cost savings and productivity gains. Strong qualitative evidence includes customer testimonials and stories, particularly from C-level buyers.

Weaker quantitative evidence in support of a performance claim might include the length of time you’ve held similar contracts (a long tenure may be due to industry norms or your negotiating skills, rather than solely reflective of your performance), and weaker qualitative evidence might include screen grabs of your IT system or process diagrams showing your methodology.

Evidence builds the trust that is essential to any buying decision.

This makes it essential in a pitch or written proposal, even when you already think your track record, experience, expertise and general trustworthiness are well know and understood by the customer.

Five reasons to plan your proposal before you write it

A proposal is a work product that encapsulates your thinking, knowledge and insight. It isn’t just a response to a customer’s briefing – it needs to contain a piece of you as well.

In our haste to get finished by the deadline, we compile proposals rather than write them. This is particularly true of tender responses, where we are presented with a briefing and a list of questions, and it seems that all we need to do to is write the answers.

As I mentioned recently, most of us spend no time at all on planning proposal content, preferring instead to dive straight into writing. But this is a mistake.

Let’s say you are a chef preparing your team for the dinner service in a busy five-star restaurant. Once customers arrive, you know you won’t have any extra time.

It would be crazy not to know your recipes or assemble all your ingredients at the start of your shift. Not to do so would result in chaos.

Writing a proposal to a deadline is just like this. Once your production process is well underway, things can get out of control quickly. So here are five reasons to plan your proposal content before you start to write.

1.    Find questions within the question. Every question that’s asked in a tender briefing will contain more than one layer, that is, several questions within the question. Look for the layers and you will produce compliant, quality answers that tick all the boxes.

2.    Leverage the time and knowledge of leaders and specialists. The senior people in your business probably don’t spend all day, every day writing submissions, but they have an enormous amount of knowledge and insight that can help you win them. Extracting this from them early makes the most of their limited time, makes your proposal more commercial and strategic, and gives your writing richness and depth.

3.    Provide guidance to other writers. Chances are, you’ll need input from other people for your submission. Don't just send them a question from the tender, and ask them to answer it. This pretty much guarantees that what you’ll get back is a cut-and-paste from an old submission that has very little relevance to the new one. Giving them guidance on how to answer makes it easier for them to write fresh content that will help you win.

4.    Identify evidence to support your claims. In a tender response, buyers have to give your submission a score, and what sets apart those that score highly from those that don’t is that “all claims are fully supported”.

5.    Spend less time re-writing. If the content is planned properly, your proposal should require no more than two drafts; first and final. To do any more than this is a criminal waste of time when you have so little to spare. Years ago, I worked on a huge bid project for a professional services firm that wouldn’t release their people to plan content for the submission. One piece of content I worked on for that bid ended up with 35 separate drafts.

When you are on a deadline and there a lot of work to do, it is very tempting to jump straight into writing, but this is never going to give you the best result.

Content planning is the essential step between creating your proposal strategy and executing it through what you write. 

What makes customers say “yes” to a proposal?

A proposal is a commercial document with only one purpose – to compel a customer to buy from you. Your proposal is not just your offer, which is what they are buying; this comes from a combination of your product/service, credentials, delivery methodology and price. A proposal also needs a strategy that explains why they should buy; what they will value about your offer, and not just what they get.

The Merriam-Webster dictionary defines strategy as “a careful plan or method for achieving a particular goal.” 

All too often, we forget that the goal of a proposal is to win the work – and not to do the work.

This is understandable, because your proposal usually comes in response to a customer briefing, like a competitive tender, that make it look like all you need to do is build an offer that fits the brief. But this is a trap – don’t fall for it.

Without a strategy that is based on customer value, it’s too easy for the customer to say no if they object to any part of your offer, no matter how small.

It’s also impossible to stand out against competitors who may have a slightly different offer.

With the right proposal strategy, however, all roads lead to “yes”. This strategy must be able to be distilled into three core messages that encapsulate your value, are easy to remember, and represent:

  • What the customer most wants,
  • What you can best deliver, and
  • What positions you most favourably against competitors.

At the intersection of what the customer most wants, and what you can best deliver, is preferences – yours and theirs. What do they value the most from a supplier in your line of business? How do you want them to work with you to deliver the best outcome, in the most efficient way?

At the intersection of what you can best deliver, and what positions you best against competitors, is what you need to promote. What is most valuable about your offer, compared to what the customer is looking for? Where can you offer value that others can't?

Finally, at the intersection of what the customer most wants, and what positions you best against competitors, is what you need to combat. Is there something the customer wants, but you can’t do? Can competitors tell a better story than you in some areas? How can you minimise competitors’ strengths and maximise their weaknesses?

The core messages of a proposal strategy are sometimes called “win themes”, but I very deliberately refer to them instead as Purchaser Value Topics.

It’s a subtle difference, but an important one. When we think about what the purchaser will value, our ideas tends to be more creative and generous, and more likely to help us win. Ironically, when we use the language of “win themes”, we encourage insular and self-serving thinking that is based on loss and scarcity.

Creating Purchaser Value Topics for a proposal is like measuring the customer for a custom-fitted suit.

The finished product fits perfectly – making you seem like a Savile Row tailor, while they look like James Bond.

Like any important message, Purchaser Value Topics need to be carefully crafted. They’ll have the most impact if you think in terms of knocking out competitors first, appealing to the customer second, and talking about yourself last:

  1. COMPETITORS – What’s the biggest bang, our knockout punch, the thing they can’t get anywhere else other than from you? This could be an actual product or service, or an insight. Here you’re looking for breakthrough value that changes the conversation, and breaks the boundaries of what they’ll buy so that you emerge as the only winner.
  2. CUSTOMER – What do they value most from a supplier of your type? What are they prepared to spend money on? This could be tangible or intangible and needs to appeal to their known goals or problems.
  3. YOU/YOUR BUSINESS – What are your strongest and best credentials? How does your methodology, approach or experience lower risk or deliver certainty?

One way to win a competitive piece of business at proposal stage is to understand that buyers always want a bit more.

In their head, they’ve already bought what the brief is asking for.

I once worked with a team of architects that won the contract to redesign a significant library building. We were tendering against 35 competitors - six had significant library experience, while our team had never built a library before. What we did have, however, was a huge amount of experience in retail design, including how retail businesses act as social spaces to attract more customers.

The library in question was in the centre of a major town. While the other bidders pitched mostly on their library credentials, our team was the only one talking about how the library’s role as a social space within the community could be re-imagined. This gave us the leverage to have the conversation no one else was having – and ultimately, to win the work.

As I mentioned recently, many of us spend far too little time developing a proposal strategy.

Often this is because we just don’t know how.

In my training workshops, I teach two ways to develop proposal strategy: a Minimum Viable Pitch process, for when you’re working alone and have limited time, and a team-based strategy process, for when you’re working with a group or consortium and need to canvass multiple inputs and more detailed customer and market intelligence.

If you’d like to know more about these processes for developing proposal strategy, drop me a line (robyn@robynhaydon.com) or give me a call (61 3 957 4585).

Keeping your submission in line, and on time

From the time the tender is released, to the time you lodge your submission, you need to be continually working on your proposal.

As I’ve mentioned before, depending on how complex the procurement is, you might get anywhere from 2 weeks to 8 weeks to respond to a tender (the most common response period is 3-4 weeks).  This sounds like a generous amount of time, but it isn’t.

Buyers work out the validity period based on how long they think it will take you to put together a tender response. The longer you’re given, the more complex the requirement, and the more time-consuming your bid will be to prepare - and all this needs to happen on top of your day job.

Unfortunately, it’s common to see people “sit” on tender requests for days, or weeks, while they are deciding whether or not it’s worth going for, waiting for feedback from others, or just working on other things.

This is such a common story that if I had ten bucks for every time I heard it, I could be sitting on a beach in the Bahamas right now; in fact I got a call just yesterday from a client whose business had been sitting on a four-week tender for three weeks already, and had only just sent it to her to work on!

As I said last week, your offer is by far the most important element in your pitch – what will the customer actually be buying from you, and why is it the best option for them?

Any time you lose at the start of the bid schedule will have a compounding, negative effect on your offer, and therefore your chances of winning. Lose a week, and your strategy will suffer. Lose two weeks, and you will also miss key pieces of evidence to support your claims and maximise your evaluation score.

Let’s be generous and say that you have four weeks to submit your tender. Here’s how to spend each day in those four weeks to give yourself the best chance of success:

Week 1 – Circulate the briefing to your team as soon as it is released. Give them a day to read it. Then run your strategy session. Once you have your bid strategy and Purchaser Value Topics ready, write a draft of your Executive Summary. Get agreement in principle to the strategy and key messages.

Week 2 – with your bid strategy and Purchaser Value Topics agreed, now you can get stuck into planning your response. Analyse the tender questions; really pull them apart. Figure out what they are really asking for. What is the buyer’s motivation for asking? Is there a question behind the question? What do they want to expect to hear? Plan evidence to substantiate all your claims. Circulate your content plan with instructions to any other writers.

Week 3 – gather all your content and start shaping it into a proposal. Circulate the first draft for comment and review.

Week 4 – Make final changes, format the proposal and get internal sign-off.  Submit it at least one day before the customer’s deadline.

Tender deadlines aren’t within your control, and it’s rare to see a tender period extended. Those weeks will go by faster than you think.

This schedule will give you the time you need to think, and to plan your proposal, even when you are stretched with other priorities.